...Chattanooga Ice Cream Division Case Analysis May 10, 2016 Juan J. Garcia Jack Welch Management Institute Dr. Christine Fuselier JWI 510 Overview The intent of this case analysis is to synthesize the cumulative team leadership principles presented in this class to date. The paper will demonstrate an informed understanding of how leaders that foster an ambiance of trust will enjoy the benefits of cohesive, more productive teams through collaboration among all members. The subject of this analysis is Chattanooga Ice Cream, Inc. (the division), one of three wholly-owned subsidiaries of Chattanooga Food Corporation (CFC) as described in “The Chattanooga Ice Cream Division” case study (the case study) (Sloane 2003) . Background Market Position The division had grown to become one of the largest regional manufacturers of mid-priced basic ice cream products in the United States. Primary customers were supermarkets and related retailers. Recently, a major supermarket chain had notified that it would no longer be carrying the division brand. Financial Profile Although sales revenues in 1991 were just over $180 million, by 1995 the earnings had dropped to $150 million. During the same period, operating profit fell from $6.5 million to $4.1 million. In 1995, the subsidiary had reached a point where it was unable to pay any upstream dividends to the parent company. The impending loss of the supermarket chain represented another $6.5 million drop in sales revenue. Executive...
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...The history of human resource management started with providing welfare measures to apprentices of the putting-out system. The first personnel department came in the early 20th century. Human resource management has evolved through the ages and gained importance with each passing age. The Origins of Workforce Management The earliest forms of human resource management were the working arrangements struck between craftsmen and their apprentices during the pre-Industrial cottage-based guild system. The apprentice lived in the workshop or home of his master, and the master took care of his health and welfare. The Industrial Revolution of the mid-eighteenth century led to the emergence of large factories and the displacement of cottage-based guild manufacturing. The unhygienic and arduous work in factories led to many labor riots, and the government stepped in to provide basic rights and protections for workers. The need to comply with such statutory regulations forced factory owners to set up a formal mechanism to redress issues concerning labor. The National Cash Register Company (NCR) established the first personnel management department to look into issues such as grievances, safety, dismissals, court cases, and also record keeping and wage management, in the aftermath of a bitter strike and lockout in 1901. Many other factories soon set up similar personnel departments. The role of such labor departments in factories was a continuation of their previous commitment to monitor...
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...The Medici Bank During the time of the Renaissance there were many advances and going on in Florence and at the center of one of the industrial movements was banking. This movement was spurred on and enhanced by one of the most powerful families during that time. The Medici family. The Medici family was responsible for supplying the world with four popes, two queens of France, and they controlled Florence, with a few interruptions, for almost 400 years. One of the more famous things the Medici family is responsible for is the forming and rise of the Medici Bank. Founded by Giovanni di Bicca de’ Medici in 1397. Giovanni had managed a bank in Rome before moving to Florence. The Medici Bank lasted up until 1494, when it collapsed due to depression, internal strife and French aggression. Fortunately the Medici Bank kept excellent records and could later be used by other banking organizations and a building stone for their banks. While the Medici family were not the great innovators of the Renaissance like many people are famous for in this time, they did however use techniques that were being newly developed in Italy to the advantage, for instance double entry accounting. Which even as technology has advanced, the double entry accounting and bookkeeping is still being used widely on an electronic scale by just about all banks. Currently under GAP regulations in order to be certified by GAP a financial institution is required to use double entry accounting vs. the cash accounting...
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...Generational Diversity in the Workplace Managerial Communications 10/14/2011 Today, the workplace environment is comprised of people, both males and females from all different cultures and generations. For the first time in U.S. history there are four different generations out in the workforce. A generation can be defined as a group of individuals born within a term years having similar ideas, goals, attitudes and experiences. It can also be defined as the average period between the birth of parents and the birth of their children. Resources differ as to when some generations start and end; a generation is usually around 20 years long. generational differences are based on broad variations in values that develop based on the contrasting environment and social dynamics each generation experiences as they come of age. In the workplace, these differences seem to be generating clashes around work-life balance, employee loyalty, authority, and other important issues.Generational differences are based on broad variations in values that develop based on the contrasting environment and social dynamics each generation experiences as they come of age. In the workplace, these differences seem to be generating clashes around work-life balance, employee loyalty, authority, interpersonal relationships and other important issues (Notter, 2007). Sometimes contradictions and problems arise when identifying the characteristics of a generation. Some studies in the 1980’s described...
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...The Transformational Leadership Report "The goal of transformational leadership is to “transform” people and organizations in a literal sense – to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building." - Steven Covey, Author of 7 Habits of Highly Successful People - www.transformationalleadership.net Developing Tomorrow’s Transformational Leaders Today The Transformational Leadership Report INDEX What is Transformational Leadership? 3 Components of Transformational Leadership 5 Transformational Leadership vs. Transactional Leadership 6 A Brief History of Leadership 8 How does a Transformational Leader work? 10 What are the characteristics of a leader of change? 10 Where Transformational Leadership and Authenticity meet 11 Transformational Leadership Behaviors 13 Recommended Reading 17 TL Publications list 19 © 2007 www.transformationalleadership.net 2 of 19 The Transformational Leadership Report What is Transformational Leadership? Leadership has been around for thousands of years, and yet we still are unable to contain it in a single definition we all agree on. Perhaps this is because leadership is continuously evolving, and more than what it seems to be, depending on how you look at it. It is a...
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...The Transformational Leadership Report "The goal of transformational leadership is to “transform” people and organizations in a literal sense – to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building." - Steven Covey, Author of 7 Habits of Highly Successful People - www.transformationalleadership.net Developing Tomorrow’s Transformational Leaders Today The Transformational Leadership Report INDEX What is Transformational Leadership? 3 Components of Transformational Leadership 5 Transformational Leadership vs. Transactional Leadership 6 A Brief History of Leadership 8 How does a Transformational Leader work? 10 What are the characteristics of a leader of change? 10 Where Transformational Leadership and Authenticity meet 11 Transformational Leadership Behaviors 13 Recommended Reading 17 TL Publications list 19 © 2007 www.transformationalleadership.net 2 of 19 The Transformational Leadership Report What is Transformational Leadership? Leadership has been around for thousands of years, and yet we still are unable to contain it in a single definition we all agree on. Perhaps this is because leadership is continuously evolving, and more than what it seems to be, depending on how you look at it. It is a complex concept...
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...formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act as a motivator for employees. The Jay’s Consultancy Inc. (JCI) was a result driven organisation and was aligned with the functional structure, during 2011-2012 the company realigned itself to a project driven organisation to which the adoption of the matrix structure was introduced but not fully...
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...the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act as a motivator for employees. The Grenada Industrial Development Corporation (GIDC) was a result driven organisation and was aligned with the functional structure, during 2011-2012 the company realigned itself to a project driven organisation to which the adoption of the matrix structure was introduced but not fully implemented. Having adopted this new structure Management did not readjusted its culture of role and...
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...OB EXAM STUDY NOTES Motivation Motivation – the extent to which persistent effort is directed towards a goal - Effort, persistence, direction Intrinsic motivation – self applied, form the inside, stemming from the direct relationship between the worker and the task Extrinsic motivation – stemming from the work environment external to the task, usually applied by others (managers), not long lasting Content theories of motivation – WHAT motivates (Maslow’s theory, Alderfer’s ERG theory, McClelland’s theory) Process theories – focus on the underlying processes involved in motivating employees – HOW motivation occurs (Expectancy theory, equity theory, goal setting theory) Maslow’s Hierarchy of Needs Physiological Needs – food, water, warmth, rest Safety Needs – security, safety Belongingness and Love Needs – relationships, friends Esteem Needs – prestige and feeling of accomplishment Self Actualization – achieving one’s full potential, including creative activities - Once a need is satisfied, attention is turned to the next highest level (the satisfied need is no longer an effective motivator, except self actualization) Alderfer’s ERG Theory 1. Existance Needs 2. Relatedness Needs 3. Growth Needs - The more lower level needs are gratified, the higher level need satisfaction is desired - The less higher level needs are gratified, the more lower level need satisfaction is desired McClelland’s Theory Need for Achievement - Prefer work where they...
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...Tax Law and Accounting University of Phoenix/ACCT 483 July 20, 2009 Tax Law and Accounting The history and time line of federal, state, and local tax systems within the United States follows events in history that have shaped the current tax laws of today. Today the law is almost inconceivable with so many interpretations and loopholes. In today’s business world not only are companies governed by federal income tax laws, but also accounting guideline established by the national framework of generally accepted accounting principles (GAAP). Due to the complexity of the guidelines and tax laws, many questions arise with regard to the interpretations. Taxpayers may ask are the practices used to reduce taxes, tax avoidance, or tax evasion. History of Income Tax Income taxes can be traced through history, in colonial times; individual taxpayers had nothing to do with the federal taxing authorities. The government, instead, received income from excise taxes, tariffs, and custom duties. Prior to the Revolutionary War, colonies held more responsibility; therefore, needing greater access to revenues. Post Revolutionary War, in 1781, the Articles of Confederation was adopted. The article gave full rights to each State as an entity allowing the state to levy tax as each state saw fit. The idea of central government was still strongly rejected [ (Unknown, n.d.) ]. In 1789, the Constitution was adopted. At this time in history, the governing powers recognized that a need for resources...
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...response or only after some responses. These apply to the two general categories of schedule, continuous reinforcement or intermittent reinforcement. Continuous Reinforcement is the reinforcement of desired behaviour every time the undesired behaviour is demonstrated. It is the simplest schedule. For example, whenever the worker is late, he/she will get a 1% deduction of pay. Intermittent Reinforcement is the reinforcement of desired behaviour when undesirable behaviours are demonstrated after a stipulated number of responses or timeframe set by reinforcer but not at every instance. There are four types of intermittent reinforcement: Fixed Interval reinforcement is received after a set amount of time, regardless of number of responses during that time. For example, a worker gets its pay every last Friday of the month. Fixed ratio interval is reinforcement occurs after a set number of responses, predictable. For example, whenever a worker makes 3 sales, he gets 20% commission. Variable interval is reinforcing someone after a variable amount of time is the final schedule. For example, A boss do not do check on the worker periodically, hence the worker does not know when the next ‘check-up’ might come, he have to be working hard at all times in order to be ready. Variable ratio interval is reinforcement based on number of responses; however it is unpredictable how many responses are needed to get the reinforcement. For example, fishing, you may catch a fish every time you...
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...written about for many decades. It has now becoming more prominent over the past decade. There has been a noticeable increase in the work place since 2008 and the beginning of the “great recession”. Much of the literature that is out dealing with age diversity deals with the aging workforce that is on the increase, and shows no sign of slowing down. Stephen Fineman discusses how work organizations human resources run their departments when it comes to the older worker. Dr. Emma Parry, Shaun Tyson and Stephen Fineman all spend a considerable amount of time on discrimination of the older worker in its different forms such as ageism, lookism, and cultural. All of the literature used in this research project agrees that the current culture and norms of our society must change. Even though it is starting to change in some areas, it is not changing at a fast enough rates to stop discrimination from happing to the older worker. Most of the article and books talk about the challenges that management has dealing with the processes of dealing with age diversity in the work place. The literature that touched on most areas that were discussed in this research project was the works by Dr. Emma Parry and Shaun Tyson. Organization Age by Stephen Fineman was brief and concise in his areas that touched on the great recession and the losses that were suffered in the stock market. Trying to find peer reviewed literature on this subject was difficult, but not impossible. Introduction In...
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...The effects of music on children and young people. 1. The effect of music on IQ Campabello, Nicolette; De Carlo, Mary Jane; O'Neil, Jean; Vacek, Mary Jill Music Enhances Learning. Dissertations/Theses; Tests/Questionnaires. 2002 An action research project implemented musical strategies to affect and enhance student recall and memory. The target population was three suburban elementary schools near a major midwestern city: (1) a kindergarten classroom contained 32-38 students; (2) a second grade classroom contained 23 students and five Individualized Education Program (IEP) students; and (3) a fifth grade classroom. Students exhibited difficulty recalling facts and information in a variety of subject areas evidenced through an inability to gain mastery of grade level skill areas. Research suggests that young students have difficulty understanding concepts and lack the ability and desire to learn. A successful program needs to be developed to teach these concepts. A review of solution strategies suggests that the following musical techniques proved to be helpful for increasing student recall because the songs helped with phonemic training, mnemonics, setting desired skills to familiar tunes, and linking connection to cultural themes. Research has shown that preschool children taught with an early exposure to music through games and songs showed an IQ advantage of 10 to 20 points over those children taught without exposure to the songs. In the same study, students at age...
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...Good Hotel: Doing Good, Doing Well? EIC Strategic Management Background Information Joie de Vivre (JdV) is a San Francisco based hotel management company with 16 properties in the city. It was founded in 1987 by Chip Conley. He knows that his company comes up with unique hotels, with own personality. It has managed to grow to 36 boutique hotel properties. It became the second largest in 2010. JdV had combined two of their properties, Best Western Hotel Britton and Best Western Flamingo. Pam Janusz is the general manager for Good hotels. She received a message inquiring that rumors were true that the owner of Good Hotel and the two other properties that Janusz managed since November 2009. Best Western Americania and Best Western Carriage Inn, had foreclosed on their holdings and sold the three properties, all of which were in JdV’s South of Market Street (SoMa) group to a new ownership group. She will be helping with the transition from one ownership to another, by evaluate Good Hotel performance along with helping staff to adjust. When it opened in November 2008 with 117 rooms, it opened as Good Hotel. Good Hotel is known as “hotel with a conscience”. It has a positive approach, eco-friendly hotel, and it known its recycled materials. This hotel believes in doing good things for the environment. The new group planned to run the three hotels themselves and they would end the management with JdV if no problems arose with the sale at the end of May 2010. ...
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...Week 1: Why should companies change? - Lecture Change Management Change Management for the U.S.A. | Using the Course Lectures | Change is a Process and a Decision | Hewlett-Packard | Kodak | Why Companies Change | General Environmental Tutorial | Pressures for Change Matching Interactive | References The theory and practice of change management for organizations encompass a wide breadth of behaviors, perceptions, activities, planning stages, and even political scenarios. As we lead you through this course, please plan to research and review the many current events and discussions about leadership and business which are available in business publications, online research, and the Keller Graduate School of Management library. | | Change Management for the U.S.A. | | Think for a moment about the U.S. government. A large portion of the Constitution, and in fact, our national perception, creates a method of changing our leadership every four to eight years. When this change happens, people are divided or joined, exhilarated with hope, or paralyzed with fear. The U.S. government is like an organization – the best ones have a plan for change, keep it somewhat flexible, but create a foundation for comfortable yet fluid movement through a business continuum. Successful companies keep a concept of continuous improvement (in products, service, and efficiencies) always in the forefront. Whereas the U.S. plan for change is not so flexible, it does take into account the considerations...
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